7 Ways To Improve Coaching Roi Jh09

772 views
716 views

Published on

2000 hours of coaching with managers at global companies in Greater China

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
772
On SlideShare
0
From Embeds
0
Number of Embeds
14
Actions
Shares
0
Downloads
53
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

7 Ways To Improve Coaching Roi Jh09

  1. 1. 7 ways to Improve Coaching ROI Stretch your coaching budget to save time and achieve more in the longer-term Jesse S. Hsu, Execuive Coach & T.M. Consultant
  2. 2. 7 ways to Improve Coaching ROI 1. Prepare your coachees mindset for the Program before it even begins. 2. Communicate at the top: make sure the Program initiator have the senior managers’ roles and support agreed among the steering committee 3. Priorities and measurement of the program 4. Target groups and individual selection 5. Map, standard, profile…for ideal outcome 6. Tie-in coachee progress with reward system 7. Progress review schedule Jesse S. Hsu, Execuive Coach & T.M. Consultant
  3. 3. 1. Prepare your coachee’s mindset What is a coach? Why me? Power/command. Expectations. Who is behind this? Coach who? Stakeholders? Jesse S. Hsu, Execuive Coach & T.M. Consultant
  4. 4. 2. Communicate at the top Coaching program can cause significant impact on the corporate talent development. Have the senior managers’ roles and support agreed among the steering committee members. Even CEO can decide if s/he will participate as a coach or advocate for the Program. So the rest of the company will adopt their roles. Jesse S. Hsu, Execuive Coach & T.M. Consultant
  5. 5. 3. Priorities and measurement of the program How to define the success of the Program What are the key indexes of the defined success How to bench mark the current reality Measurement typically used include: 360 report, Performance review, Leadership competency-based survey Jesse S. Hsu, Execuive Coach & T.M. Consultant
  6. 6. 4. Select your most coachable employees Target groups and individual selection. Articulate your criteria for optimal outcome. Is it by status (hi-potential), function, ranks, people management experience, supervisor endorsement…? The are tools to survey among employees for being coachable or becoming a coach (“whom will you seek input as a coach?”) Jesse S. Hsu, Execuive Coach & T.M. Consultant
  7. 7. 5. Competency profile…for ideal outcome Coaching is a custom ordered 1:1 development opportunity, then learn from companies such as Johnson & Johnson, GE and other. They all provide a global Leadership competency model for programs to guide leadership development effort. 1:1 coaching provide most value when such Model is expressively communicated and honored by both coach and coachee. Jesse S. Hsu, Execuive Coach & T.M. Consultant
  8. 8. 6. Reward result with review system For any sustainable behavioral change, the environment and its reward system can play an even more effective role than the coach. How can the changes be validated and supported by the supervisor? How will the performance enhancement be captured by the review agenda and future evaluation? Jesse S. Hsu, Execuive Coach & T.M. Consultant
  9. 9. 7. Progress review schedule Coaching progress needs to be kept accountable with key stakeholders. Confidentiality should be honored at progress report in order to maintain trust between coach and coachee. Progress review can be scheduled at half way and at the end. Jesse S. Hsu, Execuive Coach & T.M. Consultant
  10. 10. Survey with top management Rate your organization against Best Practice in Coaching. Has your organization: (Answer with a “Yes” or “No”) 1. Clarified why a coaching program is necessary to meet business needs? __ 2. Clarified the purpose of the coaching program in writing, have gotten agreement from the CEO and senior leaders on what that purpose is? __ 3. Clarified the exact role that the CEO wishes to play in the coaching program (ranging from total hands off to total hands on)? __ Jesse S. Hsu, Execuive Coach & T.M. Consultant
  11. 11. Rating Your Organization 4. Established clear priorities and/or measureable program objectives so that the coaching program does not try to be all things to all people? __ 5. Target groups or individuals to be served by the coaching program and identified best-in-class performers in the organization? __ 6. Established blueprints for the people of the future through the development of a competency model to guide coaching? __ 7. Recognized coaching in performance management/appraisal? __ Jesse S. Hsu, Execuive Coach & T.M. Consultant
  12. 12. Rating Your Organization 8. Prepared a flexible action plan to guide implementation of the coaching program with the recognition in mind that a total system rollout cannot occur at lightening speed? __ 9. Established a regular review schedule to examine results of the coaching program? __ 10. Established a system for training coaches? __ 11. Established a means to reward or recognize those who do coaching? __ --End of the test-- Jesse S. Hsu, Execuive Coach & T.M. Consultant
  13. 13. The result is… Your Total Score (if each “Yes” stands for 1 point): __ Which phase of Coaching System Readiness is your company in? Score 0-3: Awareness 4-7: Implemental 8-11: Refining Jesse S. Hsu, Execuive Coach & T.M. Consultant

×